One of the primary ways that the ScrumMaster serves the team is by removing impediments to the progress of the team. If the team does not have what it needs to progress in its work, whether it be technology, tools, the right space, etc., the ScrumMaster must have the authority to immediately fill those gaps for the team. The ScrumMaster should not need permission from management in order to get the team what it needs. There should be request procedure that the ScrumMaster needs to go through in order to get sign-off from acquisition departments and what not. At the same time, if there are interpersonal issues between team members, the ScrumMaster must be empowered to intervene and help individuals overcome their differences without the involvement or permission from their direct line managers. Any process or procedure that the ScrumMaster is forced to follow prolongs the impediment for the team as well as the consequential waste and unrealized delivery of value.